How I Introduced Agile into the EHS company within three years

Let me share a story from my backpacking trip around the island five years ago, illustrating the process of team formation and task execution. Before witnessing the beautiful landscapes, one must persist through dark and directionless tunnels.

I used to work as an engineer for a few years and then transitioned into a project management role for three to four years. Influenced by Agile and Scrum thinking, I became a pure Scrum Master hired by the company at that time to implement Scrum. After about six months of some success with the implementation, there was an unexpected organizational change, and the company no longer employed pure Scrum Masters. Many key figures, including supervisors and agile-minded colleagues, left. Even the leader and core members of the frontend team departed.

Then the CTO, noticing my background in frontend development and project management, asked, "The frontend team is seriously lacking talent now and needs an experienced person to lead. Would you like to take the position of frontend leader?"

This decision brought about a lot of internal conflict. Firstly, I had other job offers waiting for me at that time, so why should I take on this challenging role? Secondly, some team members acknowledged the spirit of Scrum, while others didn't. Those who disagreed with me wouldn't accept someone without real managerial experience taking on this role. I had already spent six months in the company, and I questioned whether it was worth investing more time in these individuals who might not appreciate my efforts.

Life is a series of choices, and I eventually was persuaded by the CTO. She became a significant mentor in my life.

Choosing the right position is more important than putting in effort.

Given the serious talent drain, with many people leaving, I knew I couldn't retain everyone. However, I had to think about the future of the company and the team. People might leave, but their technical knowledge should stay. I respected every departing colleague, asking them to leave technical documentation or conduct a knowledge-sharing session so that remaining team members could smoothly take over. Additionally, I made sure to have a farewell dinner with each departing team member, not only as a gesture of respect but also to show the remaining team members the kind of leader I aimed to be.

Initially, the new role had its challenges. I didn't have the strategic brilliance for those members willing to stay, I had to rely on small sparks to kindle their passion. The interpersonal skills I developed during the Certified Scrum Master (CSM) training proved crucial.

I didn't adopt an authoritarian approach in my communication with subordinates, especially at the beginning. Instead, I focused on three key aspects:

1. Logical persuasion: Analyzing the big picture, being transparent about the company's current situation, and acknowledging the uncertainties. I confessed that although I had several years of project management and Agile training, my experience with React was relatively recent. I assured them that I was willing to learn alongside them.

2. Emotional appeal: Respecting every team member, sharing a vision, and collectively rolling up our sleeves to buy in. I assured them that in challenging situations, I would take responsibility and encouraged an early leave from the office, but if someone needed to stay late, I would stay with them until the end. This demonstrated a spirit of shared adversity.

3. Incentives: Advocating for team benefits, making promises, and delivering commitments. I organized team gatherings, both internal and external activities, and secured educational and training funds. I committed to annual raises based on performance, clearly outlining criteria for salary increments and promotions. Through Agile team-building methods, I fostered a unique culture within the frontend team and collaborated effectively with other teams.

Once the team stabilized emotionally, the real challenge was to ensure its gradual growth. As a leader, I focused on five main aspects:

1. Recruitment: Actively seeking talent, beyond conventional job postings. This involved attending conferences, giving lectures at universities, leveraging LinkedIn and CakeResume, organizing frontend study groups, and engaging in personal networking. Publicizing technical achievements, collaborating on cross-team projects, and establishing a distinctive frontend team culture were crucial.

2. Selection: Rigorous candidate selection through interviews, focusing not only on technical skills but also on their understanding of the company's mission and their motivation to join. Personalized communication before and after interviews, transparency about the company's situation, and mutual understanding were vital.

3. Education: Nurturing talent by providing comprehensive training materials, conducting regular technical sharing sessions, retrospectives, and encouraging participation in external events. The emphasis was on creating an environment for continuous learning and growth.

4. Utilization: Placing individuals in roles that align with their strengths and promoting open communication. Acknowledging and empowering team members, giving them opportunities to lead, and recognizing and showcasing their contributions were crucial.

5. Retention: Regular one-on-one discussions, advising on career planning, and providing timely feedback on performance. Recognizing and rewarding exceptional performance promptly, discussing future plans, and addressing communication issues within the team were priorities. Handling underperforming members with private discussions, improvement plans, and assistance in finding more suitable roles contributed to a healthy team culture.

In conclusion, the journey of introducing Agile into the company and fostering its growth involved overcoming numerous challenges. It required a combination of logical persuasion, emotional appeal, and incentives to stabilize and grow the team. Recruiting, selecting, educating, utilizing, and retaining talent were key elements of this process. The success of this endeavor was not just about personal achievements but also about creating a collaborative and supportive team environment.

A company's most crucial aspect is not who the high-ranking CEO is or what imported snacks are in the pantry; the most vital factor is your immediate supervisor, the person who has the power to determine your professional fate.

Therefore, when looking for a job, it's not about the size of the company but about finding a supervisor with whom you can work collaboratively and share the same values. This is what will make you truly happy in your work.

If you are fortunate enough to join a team that understands the concept of companionship in a company, cherish it. Only by valuing the mutual growth of team members and fostering a sense of partnership can a team be considered genuine, a true alliance.

People often ask me why I wanted to become a supervisor. I've heard the saying that being a supervisor is about collecting the number of people who will attend your farewell ceremony while you're still alive. However, what I've experienced is different. In the past few months, some departed team members came back to have dinner with me, saying, "Ivan, I really miss the time when I worked under you. I realize that my current supervisors don't do the things you used to do." If just one or two people who were under my guidance express this sentiment, I feel that being a supervisor is worth it.

That's what a team is all about.